Even if just one employee isn't pulling their weight, it can impact productivity, customer service, and, ultimately, sales. Today’s lean organizations can no longer tolerate anything less than 100 percent effort from each and every employee.
即使有一个员工未能够做好自己的份内之事，也会影响到生产效率与客户服务，最后，会影响到销售。当今精益的企业，已不会再忍受某一个员工或者全体员工没有尽到全力的行为。
Lazy Employees Create a Domino Effect
懒散员工引发多米诺效应
The most significant impact of a “slacker” is not necessarily felt in the organization-at-large but on the employee’s co-workers who have to work harder to cover for the "slacker." When a manager is either not aware of the situation, or, chooses not to address it, morale suffers, and ultimately, good employees lower their standards or quit.
“混混”员工在组织中的最大影响，未必会让人感觉到有多大，但“混混”员工的同事们需要卖力为他“擦屁股”。一旦管理者没有意识到这种情况，或者选择不去解决，那么，团队的士气就会受到影响，优秀的员工最终也会去降低自己的标准，或选择辞职走人。
Defining a Lazy Employee
“懒散”员工的定义
What exactly is a “lazy” employee? The term lazy is certainly a judgmental and subjective term, so managers need to be careful when applying labels like “lazy,” “slacker,” or “deadbeat,” to poor performers. They need to first determine the cause of the poor performance, and then take the appropriate action to address it.
那么，什么是“懒散”员工呢？“懒散”，顾名思义是个判断词汇，也是一个主观词汇，因此，管理者在使用“懒散”、“混混”，或者“游手好闲”这类标签进行评价时，需要特别的小心。首先，他们需要确定这些员工绩效不好的原因，然后，采取合适的行动予以解决。
When it comes to analyzing employee performance programs, you might want to turn to the classic Robert F. Mager book Analyzing Performance Problems: Or, You Really Oughta Wanna--How to Figure out Why People Aren't Doing What They Should Be, and What to do About It.
提到分析员工的绩效，你可能需要去拜读一下罗伯特 F.马杰的经典著作《绩效问题分析》，或者，你真的需要-怎么样去指出人们在做的，其实是不应该做的，以及应对的措施。
Help for Identifying "Can't do" From "Won't Do"
帮助识别“不能做”与“不想做”
Mager presents a model that helps a manager determine if an employee can’t do something (skill), versus the employee not wanting to do something (will). He developed a flowchart with a series of “yes-no” questions that managers can use to determine the problem.
马杰提出了一个模型，该模型用于帮助管理者确定某个员工是否是因为能力问题而不能做某些事情，与之相对的是，某个员工是否因为意愿问题而不想做某些事情。马杰利用一系列的“是-否”问题开发了一个流程，管理者可以运用这一流程对问题进行确认。
The easiest way to tell the difference is to ask the question, “If you put a gun to the employee’s head, could they do it?” If the answer is no, then it’s a skill issue. The solution could be additional training or practice. If the answer is yes, then it’s a will issue or a lack of proper motivation.
其实，辨认区别的最简单方法就是询问问题，“如果你用一把枪指着员工的头，他们能做到吗？”如果答案是“他们做不到”，那么这就属于技能问题。那么，解决方案可能是需要为他们提供额外的培训与实践。而如果答案是“他们能做到”，那么这就是属于意愿问题，或者是缺乏恰当的激励。
Mager’s book provides a series of questions (with detailed explanations in each chapter) a manager can ask to determine why an employee is not motivated to perform at the expected level. Depending on the answer, the manager can then take appropriate action–which doesn’t always mean disciplining or firing the employee.
在马杰的《绩效问题分析》一书中，提供了一系列的问题（每一章节都有详细的注释），管理者可以用这些问题去询问员工为何没有在被期望的层面得以发挥积极性。基于对问题的回答，管理者可以采取恰当的行动-这并不意味着需要去处罚，或者要去开除员工。
Questions to Ask Employees
询问员工的问题
1.Is desired performance punishing or is it rewarding? The classic example of “rewarding bad behavior” is when a child misbehaves to get their parent’s attention. In a workplace, an employee might get rewarded with overtime pay for not getting their work done on. You can drill down to the details with these probing questions:
期望的表现是得到惩罚，还是奖励？“奖励坏的行为”的一个典型的例子，就是孩子调皮捣蛋，却得到父母的关心。在工作中，员工很可能会因为没有把工作做完而加班，进而得到加班工资。你可以用这些试探性的问题来探究细节：
-What is the consequence of performing as desired?
按照期望去执行的结果是什么？
-Is it punishing to perform as expected?
按照期望去执行是不是很难？
-Do employees perceive desired performance as being geared to penalties?
员工是否把期望的绩效当作是为了惩罚？
-Would the employees’ world become a little dimmer if the desired performance were attained?
如果达到预期的绩效，员工的圈子是否会变得有点暗淡？
-What is the result of doing it the present way instead of my way?
用目前的方法代替我的方法，结果是什么？
-What do employees get out of the present performance in the way of reward, prestige, status, jollies?
基于目前的绩效，员工在声望，职位，以及庆祝活动上能够得到什么？
-Do employees get more attention for misbehaving than for behaving?
比起遵守规矩，员工更多关注的是不遵守规矩吗？
-What event in the world supports (rewards) the present way of doing things? Am I inadvertently rewarding irrelevant behavior while overlooking the crucial behaviors?
哪些事情支持（奖励）当前的做事方式？我是否在忽略关键行为时，无意中奖励了不相关的行为？
-Are employees physically inadequate or doing less because it is less tiring?
员工是身体上吃不消，还是因为工作不太累而减少了工作量？
2.Does performing really matter to them?
执行真的对他们很重要吗？
-Does performing as desired by management matter to the performer?
对执行者而言，如管理层所期望的那样去执行真的很重要吗？
-Is there a favorable outcome for performing?
执行会有良好的结果吗？
-Is there an undesirable outcome for not performing?
不去执行有什么不良的后果吗？
-Is there a source of satisfaction for performing?
在执行上，是否有令人满意的信息？
-Can employees take pride in this performance as individuals or as members of a group?
作为个人或者团队成员，员工是否对绩效引以为傲？
-Is there personal needs satisfaction from the job?
工作中，员工是否需要满足感？
3. Are there obstacles to performing?
执行中的障碍有哪些？
-What prevents employees from performing?
是什么阻挠了员工的执行？
-Do employees know what is expected?
员工知道期望值是什么吗？
-Do employees know when to do what is expected?
员工知道何时去做期望的事情吗？
-Are there conflicting demands on employees’ time?
在员工的时间上，是否有相互冲突的需求？
-Do employees lack the authority? the time? the tools?
员工的权力有限？时间缺乏？还是工具缺少？
-Are there restrictive policies, or a “right way of doing it,” or a “way we’ve always done it” that ought to be changed?
是否有限制性的政策，或者所谓“正确的做法”，或者“我们一直都是这样做的”，而这些都应该要被改变的？
-Can I reduce “competition from the job” – phone calls, “brush fires,” demands of less important but more immediate problems?
我是否可以减少“工作中的比赛”-电话、“火灾”，以及不那么重要但却很紧迫的问题？
At the end of the day, a manager may just have to coach the employee out of the job or take progressive disciplinary action. In doing so, they can be confident that they have given the employee every benefit of the doubt and are taking the right action to correct the right problem.
在一天结束的时候，管理者可能必须解雇员工，或者采取渐进的处罚行动。如此，在员工存疑的层面，他们就可以确信自己已经给了员工帮助，并在采取正确行动对真正的问题进行纠正。
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